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An exploration of the psychological
factors affecting remote e-worker’s job
effectiveness, well-being & work-life
balance
Mobile & Flexible Working Conference
Edinburgh
26th February, 2015
Dr Christine Grant, AFBPsS, FHEA
Chartered & HCPC registered Occupational Psychologist
Psychology & Behavioural Achievement Research Group
Coventry University, UK
• ICTs have changed the nature of ‘office based’ working practices, remote work can now be completed
from multiple locations, including home and is portable:
• 1.3 billion mobile workers predicted by 2015 representing 37% of the workforce (IDC,
2013)
• The Americas region, (United States, Canada, and Latin America), will see the number of
mobile workers grow from 182.5 million in 2010 to 212.1 million in 2015. North America
has the largest number of mobile workers in this region, with 75 percent of the workforce
mobile in 2010 (IDC, 2013)
• ‘Bring your own device’ to work is swelling figures. O2 major mobile provider expects that two
thirds (65%) of British businesses expect 30% more of their employees equivalent to just over 7
million people to become mobile workers as the demand to work more flexibly, on the move, out
of the office or from home expands.
• UK home workers at 1.3m, with a further 3.7m sometimes working at home or remotely (ONS,
2010)
• ICTs can produce the facility for greater productivity but they need interaction with the individual to
realise performance gains:
• Teleworking requires associated changes in working practices and development of specific skills
(Kowalski and Swanson 2005, Baruch 2000)
• Attitudes and personality types to telecommuting are emerging as important factors (Brown,
2011, Clark, Karan, Michalisin, 2012)
Background
Phase One: Definitions
Definition of e-working:
‘working independently i.e., off site, using technology to communicate
with others remotely. For example, it could be defined as ‘any form
of substitution of information technologies (such as
telecommunications and computers) for work-related travel: moving
work to the workers instead of moving workers to the work’
(Nilles,1998)
Flexible working:
‘employers and employees working together to find out how they can
both gain from more imaginative approaches to working practices’
(Department of Trade and Industry, 2000).
Work-life Balance:
‘a better quality of life outside work’ & ‘the ability to balance work
commitments with those of your life outside’ (Interviews, 2006)
Research Aims
• Devise an e-worker typology categorising e-workers by their e-
working skills and experience, behavioural competencies and key
outcomes:
– Develop a new scale to measure the impact of remote working on job
effectiveness, well-being and work-life balance.
– Explore the definition of e-workers and the variability in working styles
and practices, including work-life balance issues to establish a
classification defining the ‘developed and ‘undeveloped’ e-worker.
– Develop a typology providing individuals and supervisors with a
benchmark against which to aid identify potential problem areas
leading to improvements in their e-working skills and competencies.
– Provide the basis for the development of a diagnostic tool to help e-
workers to improve their overall performance and productivity.
Dr Christine Grant Commercial in confidence. E-work life tool: Coventry University © All rights reserved
Phase One
Phase Three
Phase Two
Review literature
Confirm definitions
Qualitative i/vs
exemplars
Thematic analysis
Qualitative interviews
Framework analysis
Revised Typology
Design & Method: Phasing
Quantitative survey
Using competencies and
skills
Thematic analysis to open
ended questions
Typology drafted
Phase One: Qualitative Interviews
• Semi-structured interviews
• Exemplar e-workers voluntary based on:
– Length experience as e-worker
– Proficiency to use technology remotely
• Three sectors: public, private, voluntary
• Five organisations
• Thematic analysis: 10 themes
Findings
Phase One: Research themes
Remote
e-working
E-working Practices
Work-life
Integration
Social Interaction
Role Autonomy
Managing
Boundaries
Decision
Making
Productivity &
Performance
Trust
Individual Differences
Dr Christine Grant Commercial in confidence. E-work life tool: Coventry University © All rights reserved
Phase One: Sample Quotations
Positive:
‘gives me an option, a choice, so if I do need to work at home I can’
‘I can see emails straight away, I’m very good at setting boundaries’
‘I think employers see the positive effect it has on the work force and the increased productivity’
Negative:
‘life outside work probably is not so good as it starts blurring boundaries, you do not simply walk out of the office and lock the door, you have got the office in brief case wherever you are’
‘I can be on a computer at 2am, this is not good for health’
‘Some work cultures do not want to go the e-working route, there is a cloud of mistrust’
Phase Two: E-work life Survey and measure
development
• Generate items from thematic analysis literature to form item pool (104 items)
• Develop suggested dimensions
• Validity checks made, items reduced to 76
• Qsort n = 13 exemplar e-workers
• Expert panel – items refined/reduced to 39 items
• E-Work life survey conducted n=187 e-workers
Phase Two: Sample items
When e-working I often think about work related problems outside of my normal working hours
When e-working from home I do not know when to switch off/put work down so that I can rest
My supervisor gives me total control over when and how I get my work completed when e-working
I trust my line manager to advise me if I am not effectively performing while e-working
My organisation trusts me to be effective in my role when I e-work remotely
Analysis found 8 factors:
1.Work life integration
2.e-working effectiveness
3.e-job effectiveness
4.e-well being
5.Managing boundaries
6.Role conflict
7.Trust
8.Management Style
• Finalised 28 item uni-dimensional scale α=0.851
Phase Two: 8 Dimensions for
measuring e-workers
Developing a remote worker
competency framework
Personal
Qualities
Skills
Behaviours
• Individual differences
• Motivation
• Personality
• Procrastination
• Self confidence
• Technology
• Communication
• Time management
• Networking
• organised
• Work-life balance
• Self discipline
• Ability to work alone
• Tenacity
• Social relationships
• Trust
• Productive
Attitudes:
• Conscientious
• Integrity
• Stays in touch
• Open to new
ideas
The ‘Resilient E-Worker’ Competency ?
Attributes:
– Manages work/home boundaries
– Effectively integrates work and home responsibilities
– Well organised meets deadlines
– Productive
– Technically competent with IT and new developments
– Able to self motivate and work alone
– Self disciplined
– Communicates using appropriate technology
– Networks in the wider community to stay in touch with developments
– Adheres to health and safety legal requirements
– Exercises and looks after well-being
– Satisfied
– Is trusted….
Dr Christine Grant Commercial in confidence. E-work life tool: Coventry University © All rights reserved
Phase Three: Sample Quotations from
interviews
‘As a manager I would expect an e-worker to achieve
targets, would I be precious about the time they take no,
it is about task management’
(Senior Manager, Voluntary sector)
‘..I try and compartmentalise as much as possible because
obviously my children are very young so it would be
difficult to work with them around, so I arrange child-
care or do evenings after they have gone to bed’
(Professional, Public sector)
Phase Three: Sample strategies
• Individual:
– Engender trust by delivering against
objectives and requirements
• Supervisory:
– Be a good role model for e-working
• Organisational
– Encourage a culture of trust that is based on
outputs and productivity as opposed to
presenteeism
Risks for employees
• Working long hours ‘the triple shift’
• No rest/time for recuperation away from work
• Work-life balance: impact on family/friends/other
life and life satisfaction
• ‘Always on’ culture ‘addiction’ to work
• No-one is aware of extra hours being worked
• Stress levels may increase without line
manager’s awareness
• Increased mistakes due to tiredness
• Poor health, back/neck/eye strain very common
Risks for employers
• Health & Safety may be breached
• Ergonomics – need to consider physical health
of employees when working off site
• The ‘invisible’ worker - line managers may not
be aware of long hours spent working
• Stress cannot necessarily be seen
• Line managers may set poor examples ‘always
on’ culture
• Can lead to absenteeism, low productivity,
reduced job effectiveness (mistakes), isolation
Practical implications for Senior Managers
What can organisations do differently?
• Assessing new and existing e-workers based on key competencies
the ‘resilient’ e-worker
• Provide training for existing, and particularly for new e-workers on
the issues surrounding both over and under working, well-being
including physical/mental fitness and social concerns
• Consider providing new remote e-workers with a mentor/buddy
• Line Managers/supervisors offer support and coaching to remote
workers, e.g., work-life balance, health and workload
• Good management practices may provide a much needed link to
remote e-workers effectiveness and well-being
• Consider the ‘always on’ culture and the impact this may have on
employee stress and burn out.
Dr Christine Grant Commercial in confidence. E-work life tool: Coventry University © All rights reserved
Summary & Conclusions
Main findings:
• There are differences between e-workers in autonomy, access to technology
and ability to manage workload
• Key competencies and skills were found to be important for ‘developed’ e-
workers
• The ‘resilient e-worker’ will have certain attributes
• The ‘effective’ e-worker typology provides a means to benchmark illustrates
the need for development and training
Next steps for research:
• The typology could inform occupational health policies and best practice for
organisations
• Further validation and piloting of the online e-work life scale (looking for
organisations to take part)
• Competency Framework for Manager’s of remote e-workers
Dr Christine Grant Commercial in confidence. E-work life tool: Coventry University © All rights reserved
Key references
• Baruch, Y. (2000) 'Teleworking: Benefits and Pitfalls as Perceived by Professionals
and Managers'. New Technology Work and Employment 15 (1), 34-49
• Grant, C.A., Wallace L.M. and Spurgeon P. C. (2013) An exploration of the
psychological factors affecting remote e-worker’s job effectiveness, well-being and
work-life balance. Employee Relations Vol 5, 35
• Handy, C. (1995) ‘Trust and the Virtual Organisation’. Harvard Business Review 40-
50 cited in Jackson, P. J., and Van der Wielen, J. M. (1998) Teleworking:
International Perspectives from Telecommuting to the Virtual Organisation. New
York: Routledge: 11
• Kowalski, B. K. and Swanson, J. A. (2005) ‘Critical Success factors in developing
teleworking programs.’ Benchmarking: An international Journal 12 (3), 236-249
• Morgan, R. E. (2004) 'Teleworking: An Assessment of the Benefits and Challenges’.
European Business Review 16 (4), 344-357
• Nilles, J. M. (2007) ‘Editorial: The future of e-Work’. The Journal of E-Working (1), 1-
12
Dr Christine Grant Commercial in confidence. E-work life tool: Coventry University © All rights reserved
Email: [email protected]
Web site: http://ework-life.org.uk
Twitter: @GRANTMSC
Blog: http://www.v3.co.uk/2396909
Top characteristics of an agile business
• Rapid decision-making and execution
• A high-performance culture
• The ability to access the right information at the right time
• Accountability and credibility
• Flexible management of teams and human resources
• Decentralised or “flat” management reporting structure
• Lean operations
The Economist Intelligence Unit
Human capital core to creating
organisational value
Employees’ expectations are changing…
Traditional career preferences 2005 2014
Striving for promotion into more senior posts 55 33
Work as central to your life 48 28
Career success is very important to you 58 41
A job that pays a lot of money 15 21
And the ways in which they interact with the workplace
35%would like to change their working arrangements
14%
47%
Regularly work extra
hours
…to match their
preferred pace of working
45% take calls or
respond to emails when not at work
11% read but
don’t reply36% do so
through choice
1 in 10 are at a customer/client site most of the time
Less than 2 in 3 are at the same work station most days
Types of agility
Workforce agility
Flexible working
Organisational processes and
structures
Skills
Evolving business
needs
Changing employee needs
Barriers to overcome
• Focus on risk management in the ‘now’• 56% name operational pressures as the top barrier to training
and development of staff; 58% - to greater workplace flexibility
• 39% of employees say they can rarely find time for training and development
• Low-trust environment• 35% are concerned about the quality of work among atypical
staff
• Negative line manager and senior manager attitudes – a barrier to flexible working
• Lack of a systemic approach in improving organisational responsiveness to change
• 5% of job roles have time (‘slack’) built in for experimentation and rapid response
• 5% use commission outcomes (no fixed hours, only an output target)
Case study - Deloitte
WorkAgility programme: principles approach
• Outcomes, not inputs, matter
• Mutual trust
• Two-way communication
‘It requires a shift in mindset from the traditional 9–5 with an hour for lunch, which is rarely a reality, to much more nimble thinking that recognises nothing is static. It’s about give and take, starting with the principle of mutual trust and that people are accountable for their role in delivering the best service to their clients. It’s about finding a fair and flexible balance of what works for the firm and the team, as well as the individual meaning.’
‘People are now looking for an experience which isn’t governed by a very hard and fast set of rules. I think that’s a shift in mind-set, from an HR point of view, in terms of how you work. It’s being a little bit more open to thinking about and finding ways of making things work. That particularly relates to how well you implement agility, because it’s very difficult to drive agility through a rigid set of processes and systems.’
Build the business case (quick wins)
Design an enabling environment (collaboration
with Facilities and IT)
Socialise the new ways of working (Q&A with line
managers)
Case study – Matt Black
Design the organisation in support of Autonomy, Mastery and Purpose (Dan Pink)
• Holistic system that replicates the complexity of the external environment (e.g. regulatory, health and safety)
• Employees operate as entrepreneurs (from design to manufacturing to sales)
• Internal marketplace to agree targets and share workloads
‘It is not so much how we do things but the fact that all people and processes are arranged as a system. We champion organisational design, not a specific model, the same way we would champion bicycle design rather than a single model of bicycle. Most organisations are assembled rather thoughtlessly from a bag of popular organisational “bits”, then patched to overcome the worst and most immediate problems. This is not a good way to design bicycles, nor is it a good way of designing organisations.’
Traditional operating modelExternal incentives to change
the way of working
Organisational environment enables a new way of
working
In summary
• World of work increasingly diverse
• Employees expectations are changing
• Workplaces need to adapt to the needs of people and the business
Mobile Scotland 2015
CREATING AN
INFRASTRUCTURE TO
SUPPORT MOBILE WORKING
John Cooke – Mobile Operators Association
www.mobilemastinfo.com
Mobile working boosts productivity. The gains from 4G LTE mobile broadband could be
worth around £1.1 billion to Scotland’s economy. The value to public sector productivity in
Scotland from improved mobile services could be up to £116 million per annum.
Such benefits depend on having a mobile signal in place. And having mobile signal
depends on having a network of base-stations or ‘masts’ in place. If there’s no mast, you
won’t get a signal.
Mobile network operators are already investing around £5½ billion to upgrade their
networks, and have agreed to provide voice and text coverage to at least 90% of the UK
land mass by the end of 2017.
Low population density and difficult topography increase the costs of building and
running network infrastructure in much of Scotland. Around half of all the operators’ base-
stations run at a loss.
Regulation also increases operators’ costs and prevents the deployment of more
infrastructure.
The single biggest regulatory barrier to better mobile coverage is the Electronic
Communications Code. Whatever the outcome of the General Election, the next UK
Government needs to introduce legislation to reform the Code as a matter of urgency.
Local councils should consider using the powers in the Community Empowerment Bill to
reduce business rates on masts in areas where the economic case for providing mobile
coverage is weak.
Local authorities should determine planning applications on the basis of planning policy
and law, not on the basis of the objections of a vociferous minority motivated by alarmist
tabloid headlines. They need to consider the adverse economic and social implications of
not having full coverage or capacity in an area.
Introduction
Good morning. I am John Cooke, Executive Director of the Mobile Operators
Association, which represents the four UK mobile network operators – EE, Telefónica
UK, Three UK, and Vodafone.
We‘ve already heard today about some of the cultural and organizational issues that
need to be addressed to enable mobile working. I’ve been asked to talk about the
physical infrastructure that needs to be in place to enable connectivity. In some ways,
providing that is simpler than overcoming some of the cultural barriers, though it’s not
without its challenges.
In the next twenty minutes, I’m going to say a bit about how networks are expanding to
improve coverage; and about some of the challenges operators face in doing that.
First, though, I’d like to discuss some of the benefits of mobile working for firms and for
the public sector. And I’m going to talk about that first, because the benefits of mobile
working are why we are all here. If there weren’t any benefits, we wouldn’t bother
doing it.
The Benefits of Mobile Working
There have been numerous studies showing that increased mobile penetration boosts economic
growth, and that mobile working increases productivity. At the macro-level, a recent report from
Capital Economics says that the eventual productivity gains from 4G LTE mobile broadband could be
worth up to 0.7 per cent of GDP, or £12 billion annually in today’s prices. That’s a UK-wide figure.
Scotland’s share of that would be in the order of around £1.1 billion.
Another report, this one for Scottish Government, in March 2014, estimated the value to public sector
productivity in Scotland from improved mobile services as rising to about £116 million per annum by
2023.
So the headline numbers tell us that mobile working increases productivity. For those more
interested in the human side of the equation, the benefits are equally clear.
We have some excellent hospitals here in Scotland. But if you are in, say, parts of Argyll & Bute or
Sutherland, you are a long way from specialist centres of excellence. Mobile telecommunications
allow patients with complex conditions to be diagnosed or have measurements taken from them, and
then the details can be sent to a specialist who can then advise them on their treatment. That’s just
one example, and there are many more in the ‘National Telehealth and Telecare Plan for Scotland’.
That Scottish Government, CoSLA and NHS Scotland strategy sets out how the use of technology
can transform access to and availability of services in homes and communities, and in more acute
settings. Capital Economics. ‘Improving connectivity — stimulating the economy:
Mobile network operators and the UK economy,‘ November 2014
£12bn x 8.4% (population share) = £1.008bn; x 9.6% (Scotland’s contribution to UK taxes) =
£1.152bn
Gain is against 2012 baseline. Report is at: http://www.scotland.gov.uk/Publications/2014/03/6913/1
http://www.scotland.gov.uk/Publications/2012/12/7791
Capital Economics. ‘Improving connectivity — stimulating the economy:
Mobile network operators and the UK economy,‘ November 2014
£12bn x 8.4% (population share) = £1.008bn; x 9.6% (Scotland’s contribution to UK taxes) = £1.152bn
Gain is against 2012 baseline. Report is at: http://www.scotland.gov.uk/Publications/2014/03/6913/1
http://www.scotland.gov.uk/Publications/2012/12/7791
How Mobile Networks Function
All those benefits depend on having a mobile signal in place. And having mobile signal
depends on having a network of base-stations or ‘masts’ in place. If there’s no mast, you
won’t get a signal.
By the way, I’m using the term ‘base stations’, because not all of them will be the large
lattice-type masts that you see in open country. In urban areas in particular, there are
also mobile phone antennas on rooftops, or deployed on what we call ‘streetworks’ –
things that look quite like lamp-posts. There are also small cells, often not much bigger
than a burglar-alarm box, which tend to be mounted on the side of buildings.
I won’t go into vast detail about base stations. However, the point I do want to make is
that mobile devices are low powered radio sets. And base stations receive and transmit
the signals - in the form of radio waves - from mobile devices, whether phones, laptops,
or tablet computers. Each base station only covers a limited geographic area; and each
one can support only a limited number of users at any one time. So coverage depends
on how many base stations you’ve got, and where they are. Not everybody loves them,
but I repeat – if you don’t have a mast, you won’t get a signal.
For more information, see - http://www.mobilemastinfo.com/mobile-networks-what-they-
are-and-how-they-work/jargon-buster.html
Network Expansion – A £5½ billion Programme
On several measures, mobile connectivity in Scotland is actually pretty good. Here, 99.5% of premises can
get a 2G signal from at least one network, and 97.3% can get 3G. And over 50% of premises already have
access to a 4G signal. Those figures are from Ofcom data from June last year, by the way, and coverage
on 4G, will have increased significantly since then.
That said, I’ll be the first to acknowledge that there are plenty of places in Scotland where the availability of
mobile signals is less than brilliant.
However, the good news is that the mobile network operators are already investing around £5½ billion to
upgrade their networks to deploy 4G, over three or four years, in addition to routine maintenance and
upgrade work.
You will probably also have seen the recent announcement that the four UK mobile operators have
voluntarily reached an agreement to provide voice and text coverage to at least 90% of the UK land mass
by the end of 2017.
Now, a minute ago, I was talking about 99% of premises in Scotland having access to a signal; so why the
big deal about the new agreement to provide 90% coverage? The answer, of course, is that the new 90%
agreement is about geographic coverage, not just people or premises. Nearly a third of the population of
Scotland lives in either Edinburgh or Greater Glasgow alone. If you add in the rest of the Central Belt and
the rest of our cities, that leaves vast areas of our land-mass with very few people. Population density in
Argyll & Bute is a mere 30 per square mile; and in Highland it’s only 20 per square mile. The new
agreement will extend coverage into some of our less densely populated areas.
Ofcom, Communications Market Report, Scotland, August 2014
https://www.gov.uk/government/news/mobile-operators-sign-up-to-coverage-improvements--2
For more information, see - http://www.mobilemastinfo.com/mobile-networks-what-they-are-and-how-they-work/jargon-buster.html
Ofcom, Communications Market Report, Scotland, August 2014
https://www.gov.uk/government/news/mobile-operators-sign-up-to-coverage-improvements--2
Challenges: Population Density, Topography, and Regulation
Talking about population density brings me to the challenges to providing connectivity in Scotland.
In areas of low population density, the revenue operators get from people using their network will not
cover the cost of building and running the base-stations needed to provide a signal. In fact, around half of
all the operators’ base-stations in the UK as a whole run at a loss.
Topography also affects the economics of providing mobile telecoms infrastructure – just as it affects the
economics of providing other types of infrastructure. It typically costs much more to build a new mast in a
rural area than in an urban area. That’s because each mast has to have an electricity supply, and a
connection to the main telephone network – which we call ‘backhaul’. In rural areas, those connections
are usually more expensive than in an urban area. That’s because connecting a base-station to the
electricity supply or main telephone network in an urban setting –say, just outside Dynamic Earth here –
involves digging a few metres of trench. In a rural location, it might mean digging a trench a kilometre or
more.
The costs of providing infrastructure are even more expensive in upland areas. In rural areas, where
there isn’t a fibre cable available, backhaul is often provided by a microwave link. That’s easy if you are
in somewhere flat, like Lincolnshire. But in an upland area, you will need a chain of base stations. That’s
because mobile devices rely on radio waves; and radio waves travel in straight lines. They won’t go
through mountains. And here in Scotland, we have lots of hills and mountains. Sure, there are some
relatively flat bits, like parts of Angus or Stirlingshire; but much of Scotland is much hillier than most of
England.
So topography and population density are a barrier to building the infrastructure needed to provide
mobile signals, and hence enable mobile working.
However, regulation and policy play a part in affecting the economics of base-stations. And policy and
regulation operates at three levels: UK Government, Scottish Government, and local authority.
Scottish Government Regulation
Most of the regulations affecting mobile telecoms are reserved to Westminster: the only
two areas where Scottish Government has any real control are on planning and on
business rates.
On planning, when I was addressing this sort of event 18 months or two years ago, I
would complain about the planning system for telecoms here in Scotland. It used to be
much more restrictive than its English and Welsh counterparts. However, last year,
Scottish Government brought in some changes that moved Scotland from being the most
restrictive in the UK, to being in a position where it’s at least as supportive of telecoms
infrastructure deployment as anywhere else. So Scottish Government has done much to
support connectivity, although ideally, we would have liked the Scottish planning reforms
to have gone further, specifically in relation to new masts,
Scottish Government is also taking some action on the burden of business rates. The
Community Empowerment Bill, now progressing through the Scottish Parliament, will if
enacted give individual local authorities the power to reduce rates for specific activities.
So in places like The Borders or Aberdeenshire, local authorities might look at reducing
rates on masts in areas where providing a mast would otherwise be uneconomic. Now I
know that local government finances are stretched. However, if a mast isn’t built at all,
because it’s uneconomic to do so, there will be no business rates income anyway. But
reduced rates on a mast that is built are better than nothing; and having a mast will also
boost economic activity, more efficient public service delivery, increase social inclusion,
and enhance the sustainability of small communities in areas that currently suffer from
poor connectivity.
The Role of Local Communities
That brings me on to the role of local communities and local planning authorities in improving
connectivity. They should look at the powers under the Community Empowerment Bill once it becomes
law. In the meantime, they can help find sites that are available at reasonable rents.
Some of them should also take a more supportive attitude to planning applications for new masts. If you
wanted to build a new mast in rural Aberdeenshire or the Borders, you probably won’t get many
objections, because folk there are keen to get better mobile coverage. But that isn’t the case
everywhere, either here in Scotland or elsewhere in the UK.
The places where you tend to get more objections are those where there is already some coverage. So
folk will say “we’ve already got a signal here, we don’t need any more masts”. However, we will need
some more base stations, especially in urban areas, to provide extra capacity on networks. In recent
years, there has been a huge and rapid growth in the volume of mobile traffic. That’s not people making
more calls – it’s more and more people accessing the Internet from a smartphone or tablet – perhaps
viewing something on YouTube or BBC iPlayer, for example. Here in Scotland, 62% of adults have a
smartphone, and 42% of us have tablet computers. All this puts demands for additional capacity on
mobile networks. That’s because data takes up far more capacity than voice calls or texts. A video clip
will take around 10 times as much capacity on networks as a voice call. So we need more base stations
to cope with that.
So when councillors on planning committees are considering applications for telecoms sites, they
should talk to those in their local authority who are responsible for economic and social development.
They should also do so on the basis of planning law and policy, not on the basis of a tabloid headline
about the alleged health effects of phone masts. I’ll happily take questions on that in the Q&A session.
All I’m going to say about it now is that there is simply no credible scientific evidence that mobile phone
masts operating within guideline levels cause any adverse health effects.
Ofcom, Communications Market Report, Scotland, August 2014
The Role of UK Government
All the other regulatory levers that might remove some of the barriers to better mobile coverage are
reserved to Westminster. Electricity costs and the cost of backhaul are susceptible to regulatory
intervention, and we have suggested that UK Government should look at these.
There is also a piece of UK legislation called the Electronic Communications Code that acts as a barrier to
providing mobile site and that needs to be reformed. In fact, in terms of improving coverage in rural areas,
reforming the Electronic Communications Code is the single most important thing that UK Government
could do.
Conclusion
Mobile and flexible working offers huge potential benefits to Scotland. The catch-22 is that although our
geography means that those benefits are potentially even greater than in more densely-populated
countries; but it also means that providing the infrastructure to facilitate connectivity is more expensive.
Operators are investing over £5½ billion to upgrade the mobile networks, but can’t improve coverage
without support from others.
Scottish Government has already done much in terms of reform of the planning system.
Local councils should consider using the powers in the Community Empowerment Bill to reduce rates.
When they are looking at planning applications, they should also worry less about unfounded tabloid
headlines, and think instead about the economic and social implications of not having full coverage or
capacity in an area; if you don’t have a mast, you won’t have a signal.
And whatever the outcome of the General Election, the next UK Government needs to introduce legislation
to reform the Electronic Communications Code.
Mobility?
We need to talk…
What next?
Martyn WallaceHead of Digital Channel Sales – Enterprise
@MW_O2UK Slide 1 of 622
Everyone now has the power to innovate in
a digital world thanks to the marriage
between the two great innovation platforms
of the 21st century: internet and mobile.Dr. Mike Short, VP Telefónica,
Financial Times, April 2013
1973 1983
Motorola
DynaTAC
8000X
20031999 2007 2013
Motorola
International
Motorola
StarTACNokia
8110
Motorola
Razr
Nokia
N80
Nokia
1200
Apple
iPhone
Samsung
Galaxy SIII
BlackBerry Z10
Samsung
Galaxy S4
First
mobile
call
4G
Nokia
2110
1993
Nokia
Communicator
O2 xda
The mobile phone is over 40
2014
3G2G1G
Smartphones are used everywhere
97%
85%
72%
64%
61%
61%
59%
52%
44%
28%
16%
Home
On the move
Work
In-store
Coffee Shop
Public Transport
Restaurant
Social Gathering
Airport
Doctors
School
Source: Google Survey on Internet Usage
Smartphones are a central
part of our daily lives
say they have used their
smartphones every day in the past 7
days
59%
Source: Google Q1 2013
Smartphones are
Always On, Always with
You
say they don’t
leave home
without their
device
78%
Source: Google Survey on Internet Usage
Time spent per day by O2 UK smartphone users,
by application
Source: UK Smartphone Data 2012 (O2 users only)
25 mins
17 mins
16 mins
14 mins
12 mins
11 mins
10 mins
9 mins
9 mins
3 mins
Browsing the internet
Social networks
Listening to music
Playing games
Making calls
Texting
Watching TV/Films
Reading books
Taking photos
128TOTAL
MINUTES
PER DAY
Media + Data Upload + Sharing from mobiles =
Ramping fast and is still in early stages
Explosive growth
but still early
stage.
Photos Video Audio Data uploadRamping fast Still emerging Still emerging
NowFirst
0.9%2.4%
6.0%
10.0%
15.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
2009 2010 2011 2012 2013 2014 2015
Mobile traffic as % of total Internet traffic
Global mobile Internet traffic as a % of total Internet traffic 2009-2013
Source: Statcounter Global Stat 5/13.
Actual Q1 14
YouTube uploads reach 100 hrs per minute!
6 years ago it was nada.
0
20
40
60
80
100
120
2007 2008 2009 2010 2011 2012 2013Source: YouTube
100hrs
per min
No. hours of video uploaded to YouTube every minute
Technology cycles
Mainframe
computing
1960s
Still early cycle on smartphones & tablets.
Now wearables coming on strong, faster than the typical 10-year cycle.
1970s 1980s 1990s 2000s Today
Mini
computing
Personal
computing
Desktop
Internet
computing
Mobile
Internet
computing
Wearable/
Anywhere
Internet
computing
Sensor-enabled wearable technology
Where technology meets fashion
3rd party apps
API partners
Accessories
Development Platform
Less distracting when
receiving alerts,
reminders and messages
Attention-getting
Voice or gesture control
Hands-free
Low power consumption
Instant wake
Background working/sensing
Always on
Wifi
3G/4G
Bluetooth
NFC
Connected
GPS
Accelerometer
Compass
Camera
Environment aware
Source: MIT, KPCB
Innovation: Sensory Intelligence
Sensors will get smarter and become more pervasive in 2014. We already have cars that can help us parallel park and thermostats that learn based on how you use them. We even have sensors built into athletes’ helmets that measure the impact of blows thus potentially preventing further injury.
No longer will our plants die if we go on holiday, we can keep them alive through tweets.
Innovation: Internet of Things hits mainstream
For years we have spoken about the internet of things, but they have never impacted our daily lives. In 2014 the internet of things became bigger, with a number of physical products becoming internet enabled and creating networked services and solutions.
From the creation of connected bikes, to reality that you will never lose anything again thanks to Tile.
These things will really change consumer behaviour.
CYBER PROTECTION
Unified Comms.
Managed IT
SIP
Mobile Apps
IoT / M2M
Internet
VDC
Cloud Insights
Interactive Messaging
Converged
core
Voice
Security
A complete, secure e2e Vision_
“From the device to the data center”
Robert HutchisonDirector, Exactive
@themissinglync
The Case for
Mobile Working
Strategy
359,000 workers took the day off
Price tag - £37m
Why?
Miserable weather
Commuting in the dark
Long gap between holiday
Depression over Christmas debt
“National Sickie Day” – 2nd Feb
• 124m hours lost in 1 week in January in UK
• Price tag - £470m per day
• Snow
• Floods
• Volcanoes
• Fires
• Personal situations
Weather Report
1. Completely flexible immediately
• Everyone can work remotely until back to normal
• Staff know exactly what to do
• Everyone has access to their usual systems
2. Flexible in theory but not in practice
• There’s technology in place but in reality people need to be in the office to be considered working
• People feel they need to be in the office
3. Not flexible at all
• No access to systems from outside the workplace
• Staff need to be in the office or they’re not considered to be working
How Flexible is Your Organisation?
• Insufficient technical systems or knowledge on how to use them
• Unclear rules around flexibility of work
• Trust – Adopting a productivity over presenteeism approach
• Insufficient boundaries between work and private life
Biggest Stumbling Blocks
The Benefits of Unified Communications
& Flexible Workplace Models
Benefits
Reduced Costs
Productivity
Increase
Employee Retention
Business Continuit
y
• Overworking
People tend to work much longer
They forget to switch off
Energy levels decrease, stress levels increase
• Colleague support
Flexible working needs to be in the DNA of the
organisation
Work is something that you do, not somewhere you
go
Trust is important
Challenges
1. Define Vision and Goals
2. Involve Management
3. Verify Feasibility
4. Implement New Rules
5. Define Rules of
Engagement
6. Involve employees
7. Measure Success
7 Step Work Anywhere Checklist
www.Exactive.co.uk/working-home-calculator
@themissinglync
78
Devices will be lost
Breaches can be expensive
Passwords aren’t good enough
Policies can be tricky in real-life
Think globally
Stuart Smith - techwriter (contractor)
80
Who is Stuart?
Skills and role
• Technical writer and illustrator
• Long periods of solo-working
• Works with many companies
Devices Apps and Data
• Office, Adobe creative suite, Online Project Management, HR tools
• Access to product documentation, internal development documents
Devices
• Lives on his MacBook Pro –
• Uses iPad in meetings
• Gets email on an iPhone
Workstyle
• Does his best work in the evenings
• Flexible schedule
• Long hours to meet deadlines
• Minimizes office time
Risks
• Internal intellectual property, but primarily external facing
Stuart Smith- techwriter (contractor)
81
In an ideal mobile-cloud world…
Skills and role
Allow Stuart to onboard and get productive day 1
Devices Services
Allow Stuart to use his productivity and creative apps
Deliver company specific apps on-demand (in this case web apps and SaaS
Easily collaborate with client(s)
Devices
Allow use of personal devices
Avoid logistics of issuing and returning a temporary device
Workstyle
Same experience no matter where he is working
No training required
Risk Mitigation
Protect sensitive documents through encryption and DLP
Keep all of his devices off of the network
Enforce SSO for easy onboarding and separation
Dr. Lucy McCall
82
Who is Dr. Lucy?
Skills and role
• Hospital Consultant
• Private practice
Devices Apps and Data
• Occasional use of productivity apps
• EMR system in practice
• EMR system at the hospital
• Radiology viewer
• Mobile patient vitals telemetry app
Devices
• She has a personal laptop
• She has an iPad
• Gets email on a personal iPhone
• She has practice-owned PC in her office
• Hospital-owned PCs in-room / cart at the hospital
Workstyle
• Works at home – all hours
• Works from her private practice (scheduled hours)
• Works from the hospital, both scheduled and unscheduled
Risks
• Inability to access records required for patient care
• Patient records –regulated privacy laws -personal liability, hospital liability for lost information
Dr. Lucy McCall
83
In an ideal mobile/cloud world…
Skills and role
Dr. Lucy wants to provide the best possible care and use any tools she can to get there
Devices Services
Allow Dr. Lucy to have access to EMR / Clinical apps
Leverage the latest native mobile clinician apps
Collaborate with colleagues
Devices
Allow Dr. Lucy to use the device of her choice (as she will anyway)
Workstyle
Has ability to care for her patients wherever she happens to be, at any time of the day or night
Minimal training required – no distractions or learning new processes
Risk Mitigation
Ensure the protection of patient information
Keep sensitive data off of any device that could be lost or stolen
Maintain safeguards for information not available outside the hospital
What do these use cases have in common? (or not)
84
Device choice
Complex workstyles
Applications
Data leakage protection
Tolerance for IT
There is no one-size-fits-all technology
Where to start?
Policy Engine
App Store / Service
Catalog
Identity
Management
• Seamless SSO
• All credentials
under IT control
• More than just
passwords
• Standardise connections, not assets
• Activity-level tracking and control
• Legacy and new services
(external too)
• Scenario-based
• By user and user group
• Activity, not access
• Extensible
Multiple Valid Device Management Approaches
MDM Manage the Device
ContainerisationManage a
Workspace
Hybrid
Example: BYOD
Example:
Corporate-owned
87
Mobile Device Management (MDM)
• Extend IT security policies to mobile deployments
• Enable access to enterprise services and resources
– Device wide passcodes
– Certificate distribution for WiFi
• Configure device settings and policies through profiles
• Assign profiles based on device, ownership or group
• Quarantine devices and manage by exception
• Automate IT processes and workflows
• Provide helpdesk and self-service to corporate users
• View and report all mobile assets and policies
A policy & configuration tool to
help enterprises manage and
secure devices and corporate
resources
Containerisation
• Provides a separate encrypted space on a device to manage
– Enterprise apps
– Secure access to apps, email and data
– With added security
• Allows access to enterprise data without requiring full MDM
– For example think about passcode to access corporate app not their own device!
89
Mobile Application Management
• Manage enterprise, public and purchased apps
• Integrate with App Store, Google Play, Amazon
• Create a custom Enterprise App Catalog
90
• Add security to existing applications
• Track app inventory, versions and
compliance
• Enable single sign-on for enterprise
applications
• Run reputation scanning
Mobile Content Management
• Provides enterprise-grade security policies and data loss prevention (DLP)
• Should offer flexible content storage in the cloud or existing repositories
• Content sharing, editing, feedback and peer collaboration
• Content dashboard and analytics with complete audit trails
• Device-aware file distribution, access and compliance with MDM
Mobile Application
Sync content
Desktop Client
Sync content
Web
Self-Service Portal
Mobile Email Management
• Automate configuration of settings and credentials
• Define email compliance policies and actions
• Block email access based on make, model or OS
• Install, remove and manage email certificates
• Encrypt email attachments for data loss prevention
• Prevent copy/paste of data to 3rd party apps
• Wipe attachment content from compromised devices
92
Mitigate Business Risks
• Require users to accept Terms of Use to access corporate services
• Inform users about data captured and actions allowed on the device
• Track, report on compliance and update agreements over time
• Assign and enforce different agreements based on:
– User role – End users vs. administrators
– Ownership – Corporate vs. employee
– Platform – iOS vs. Android
– Department, business unit or country
• Support multi-lingual agreements across the company
• GPS location
• User info
• Name
• Phone
number
account
• Public apps
• Telecom data
• Calls
• Messages
• Data usage
Protect Employee Privacy
Ensure privacy of personal data
• Set privacy policies that do not
collect personal data
• Set custom policies for employee-
owned devices
Define granular privacy policies
5 steps to success with BYO programs
95
Start planning by identifying people
(name them)
Get clear on the objective…
Build a list of services and
prioritise
Design policiesIdentify the top risks of data loss /
network breach
A Method for Building EUC Strategic Plans
Traditional planning approaches evaluate requirements as a “still life picture” - they need to see them as a moving picture
Think of “low resolution” frames in that moving picture for today (current state) and a desired future state
First define business objectives, then make technology choices. This ensures the future state is in tune with business goals
After the defining low resolution, you can move to create a “high resolution” version of EUC journey, with intermediate steps
Current
State
Future
State
Approach
In order to evaluate the business drivers and objectives for both current and future state in “low resolution” we use
the GRAPE Model to produce an overall score
a user segmentation model that plots user mobility, autonomy
98
•How do you decide which devices can be used and which applications are deployed by which workers?
Governance
•How do you make sure end-user applications are kept up to date?
•How do you deal with unplanned outages?
Risk
•How do you maintain records of user activity and access for compliance regulations?
Audit
•Do users believe they have the right tools to perform their work effectively?
Productivity
•What workforce growth or contraction plans do you have?
Elasticity
Recommendations
100
Match the technology to the
business case (MDM/
containerisation/ MAM)
Build policy by user and group with focus on activity not
access
BYOD should be part of a wider EUC
strategy
Identifying Your Data
Personal Information
• Data Protection Act 1998
• Privacy & E-Comms Regs
• Related ICO Guidance
Business Know-How
• Obligations to 3rd parties
• General risk for business
• Industry standards?
• Freedom of Information
Key Risk Area – Misuse of Confidential Info
• Mobile working makes it easier for information to be
disclosed and IP to be leaked
• Use of contracts and undertakings
– Employee and supplier
• Should you allow certain employees to even work
from home e.g. highly sensitive research
Key Risk Area - Data Protection Act 1998
• A human right
• Information about living individuals is protected by
8 principles
• Individuals have a right to know what information is
held about them
• Enforced by the ICO
Principle 7 - Security
• Requires that “appropriate technical and
organisational measures should be taken against
unauthorised or unlawful processing of personal
data and against accidental loss or destruction of, or
damage to, personal data.”
Proportionality Test
• “Having regard to the state of technological
development and cost of implementing any measures,
the measures must ensure a level of security appropriate
to:
(a) the harm that might result form such unauthorised
or unlawful processing or accidental loss, destruction or
damage as are mentioned in the 7th principle; and
(b) the nature of the data to be protected.”
ICO Focus on Security
• Very vast majority of enforcement action due to
security breaches affected sensitive personal data
• Guidance
– Bring Your Own Device Guidance
– Report on IT Security
– Data Sharing Code of Practice
• Recognition of “Cyber Essentials Scheme” by
Christopher Graham (Information Commissioner)
Aberdeen City Council Monetary Penalty Notice
• Facts
– Employee working from home on personal computer
and inadvertently uploaded 4 documents containing
sensitive personal data from USB stick to internet
which could be accessible from the web
– No home working policy in place and staff permitted
to work from home
– DP policy was seen as “impractical and ambiguous”
– “Tele-working” policy addressing health and safety
issues but not data security issues
Aberdeen City Council Monetary Penalty Notice
• Fine of £100,000
– Council failed to take appropriate technical and organisational measures against unauthorised processing e.g.
• No home working policy;
• Not providing appropriate equipment to make home a safe place to work;
• Insufficient training;
• No checks in place.
– High fine due to nature of information and breach of a kind likely to cause “substantial distress”
Top Tips
• Implement a “Bring Your Own Device” policy and
related Data Protection Policies
• General security steps (where penalties are issued):
– Encryption and access (eg VPN)
– Webmail and removable media?
• Undertake training of staff to raise awareness
• Engaging management?
• Use a Privacy Impact Assessment
Undertake a Privacy Impact Assessment
Step 5 –Integrate Outcomes into Project Plan and Consult Throughout
Step 4 – Identify Privacy Solutions
Step 3 – Identify the Privacy and Related Risks
Step 2 – Describe the Information Flows
Step 1 – Identify Need for PIA
Any practical change?
• Fines of up to 5% annual worldwide turnover
• Express consent
• Specialist DPO if 5000+ data subjects affected
• Privacy impact assessments will be required
Ross McKenzie
Associate
Direct Dial: +44 (0)1224 618550
Mobile: +44 (0)7876 861 828
Email: [email protected]
We’d like to hear from you....
© 2015 Grant Thornton UK LLP. All rights reserved.
A journey of mobile implementation
Greg Swift
IS Director
Grant Thornton UK LLP
© 2015 Grant Thornton UK LLP. All rights reserved.
Who are Grant Thornton UK LLP?
• leading business and financial advisor
• over 30 locations in the UK
• led by over 200 partners and employs over 4,500
people
• personalised Assurance, Tax and Advisory
• leading agenda for growth
• member of Grant Thornton International Limited
© 2015 Grant Thornton UK LLP. All rights reserved.
Drivers for mobile solutions – the business
• technology enhancements
• client and intermediary higher expectations
• continuing desire to provide excellent client service
• desire to provide flexibility to our people
• drive to reduce travel costs
• maximise effective use of property
• improved business continuity
© 2015 Grant Thornton UK LLP. All rights reserved.
Benefits for Grant Thornton - the user
• not tied to the office or laptop
• have easy access to People Directory, calendars,
corporate applications
• people updated easily on key information
• spend more time out with clients
• easy updates to CRM activities
• enterprise voice – follow me anywhere unified
communications
© 2015 Grant Thornton UK LLP. All rights reserved.
Invested in developing Blackberry Apps
• internal representative focus group
• key is secure authentication
• applications
– "Who's Who" (people directory)
– CRM system
– weekly internal communications
– relationship checks
– creditor payments re: Insolvency clients
– ad hoc (eg budget summary)
© 2015 Grant Thornton UK LLP. All rights reserved.
Challenges of user expectation vs business needs
• "Command and control" approach no longer
appropriate
• CYOD, BYOD – need to find a way to
accommodate and work for both business and it's
people
• security is still key – for any endpoint
• impact on internal infrastructure eg Wi-Fi from
device usage
• need to be aware of costs
© 2015 Grant Thornton UK LLP. All rights reserved.
Lessons Learned
• ensure the approach used aligns to business
strategy, culture and be transparent
• good broadband and /or Wi-fi is absolutely critical
• CIO/IT Director work with FD on financial policies
• CIO/IT Director work with HR people policies
• have a review schedule for BYOD & CYOD
• strategy for identity management is key
• adopt a flexible development platform
• security awareness by your people
© 2015 Grant Thornton UK LLP. All rights reserved.
one thing is for certain
In summary, there is no turning back!
© 2015 Grant Thornton UK LLP. All rights reserved.
A journey of mobile implementation
Greg Swift
IS Director
Grant Thornton UK LLP
© 2015 Grant Thornton UK LLP. All rights reserved.
Who are Grant Thornton UK LLP?
• leading business and financial advisor
• over 30 locations in the UK
• led by over 200 partners and employs over 4,500
people
• personalised Assurance, Tax and Advisory
• leading agenda for growth
• member of Grant Thornton International Limited
© 2015 Grant Thornton UK LLP. All rights reserved.
Drivers for mobile solutions – the business
• technology enhancements
• client and intermediary higher expectations
• continuing desire to provide excellent client service
• desire to provide flexibility to our people
• drive to reduce travel costs
• maximise effective use of property
• improved business continuity
© 2015 Grant Thornton UK LLP. All rights reserved.
Benefits for Grant Thornton - the user
• not tied to the office or laptop
• have easy access to People Directory, calendars,
corporate applications
• people updated easily on key information
• spend more time out with clients
• easy updates to CRM activities
• enterprise voice – follow me anywhere unified
communications
© 2015 Grant Thornton UK LLP. All rights reserved.
Invested in developing Blackberry Apps
• internal representative focus group
• key is secure authentication
• applications
– "Who's Who" (people directory)
– CRM system
– weekly internal communications
– relationship checks
– creditor payments re: Insolvency clients
– ad hoc (eg budget summary)
© 2015 Grant Thornton UK LLP. All rights reserved.
Challenges of user expectation vs business needs
• "Command and control" approach no longer
appropriate
• CYOD, BYOD – need to find a way to
accommodate and work for both business and it's
people
• security is still key – for any endpoint
• impact on internal infrastructure eg Wi-Fi from
device usage
• need to be aware of costs
© 2015 Grant Thornton UK LLP. All rights reserved.
Lessons Learned
• ensure the approach used aligns to business
strategy, culture and be transparent
• good broadband and /or Wi-fi is absolutely critical
• CIO/IT Director work with FD on financial policies
• CIO/IT Director work with HR people policies
• have a review schedule for BYOD & CYOD
• strategy for identity management is key
• adopt a flexible development platform
• security awareness by your people
© 2015 Grant Thornton UK LLP. All rights reserved.
one thing is for certain
In summary, there is no turning back!
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
Richard M Marshall PhD
@rmmarshall
+richardmmarshall
Mobile and theFuture of Work
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Mobile Work Today
Immediacy
Efficiency
Consistency
Accuracy
Usability
Competitivity
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Mobility Is Key To Digital Business
Personal Professional
Consumer Enterprise
Any job, Anywhere, Anytime, Any application,Any device, Any network, Any customer, Any partner…
The ANY Generation
Unmanaged
Open
Managed
Regulated
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Mobility is The Future of Work
144
Hands-freeOperation
ManyDifferentDevices
Project-SpecificApps
More and moreMeasurement
DirectDataCapture
SmartEquipment
MoreCasualUsage
Multi-MediaCatalogs and
Manuals
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Enterprise Apps Escape The Firewall
145
App
App
App
App
App
All applications willbecome effectively mobile
App
App
App
App
AppApp
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
I need an app.
NOW!
From Standalone App to Portfolio:Mobile Becomes Strategic
I need an app.I need an app.
Actually we
need a suite
of apps.
I need an app.
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Integration Is Essential
Integration Enables Efficient Working
Mobilization transforms business processes
App value is maximized when information is combined
CRM
Asset Register
Sharepoint
147
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
User Centricity Is The Only Option
149149
Bring information to the user
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Context Becomes Fundamental
Home TravelingCommuting Lunch
Business Meetings
With the Customer
Between Sales Calls
Walking tothe Car
With Partners
Sporting Events
At the gymShopping
Trade Shows
Many factorsform context
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
API Portfolio
Service Discovery As Foundation
151
Home Context
API Portfolio
Work Context
API Portfolio
Gym Context
API Portfolio
Airport Context
• Internet
• Printer
• Displays
• Heating
• Lights
• Internet
• Printer
• Displays
• Phone
• Files
• Data
• Internet
• Availability
• Subscription
• Performance
• Internet
• Flight and gate Info
• Maps
• Shopping
• Security
Dynamic apps viaservice discovery• Usually over Wi-Fi• Enables interoperation• Evolving standards
• RAML• SWAGGER• WADL
• Automation tools• Sample data, SDKs
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Real-Life Example
152
Images curtesy of Rentokil
Where is the nearestpest controller?
We have a “guest”! Details autocompleted
Reroute team toclosest jobs
Where is the trap?
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Action Plan
Monday Morning:
- Start shaping your mobile strategy if you do not already have one.
- Audit mobile apps, skills and tools in use with your organization.
Next 90 Days:
- Enable mobile working with enterprise mobility management.
- Build a mobile interoperation platform.
Next 12 Months:
- Track how channels are evolving, especially wearables.
- Plan for a fully-mobile future.
- Measure how your mobile solutions are being used.
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
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